CHAPTER-VII INDUSTRIAL PROFILES, IDENTIFICATION AND EVALUATION OF THE BENCH MARKS FOR THE INDUSTRIAL RELATIONS IN THE ORGANISATION UNDER STUDY 7.1 BHARAT HEAVY ELECTRICALS LIMITED (BHEL) A Brief Introduction In the post independence era when India was moving towards industrialization, the major thrust of the Government was in the core sector (Public). With this objective, Heavy Electrical (I) Limited was set up in BHOPAL in August, 1956 with a view to reach self-sufficiency in Industrial products and power equipments. This plant was set up under technical collaboration of M/s AEI, U.K. Three more plants were subsequently set up at Tiruchy, Hyderabad and Haridwar with Soviet and Czechoslavkian assistance in May 1965 and Jan. 1967 respectively. As there was a need for an integrated approach for the development of power equipment to be manufactured in India. Heavy Electricals Ltd. Bhopal was merged into BHEL 1974.
Transcript
CHAPTER-VII
INDUSTRIAL PROFILES, IDENTIFICATION AND EVALUATION
OF THE BENCH MARKS FOR THE INDUSTRIAL RELATIONS IN
THE ORGANISATION UNDER STUDY
7.1 BHARAT HEAVY ELECTRICALS LIMITED (BHEL)
A Brief Introduction
In the post independence era when India was moving towards
industrialization, the major thrust of the Government was in the core sector
(Public). With this objective, Heavy Electrical (I) Limited was set up in
BHOPAL in August, 1956 with a view to reach self-sufficiency in Industrial
products and power equipments. This plant was set up under technical
collaboration of M/s AEI, U.K.
Three more plants were subsequently set up at Tiruchy, Hyderabad
and Haridwar with Soviet and Czechoslavkian assistance in May 1965 and
Jan. 1967 respectively.
As there was a need for an integrated approach for the development of
power equipment to be manufactured in India. Heavy Electricals Ltd. Bhopal
was merged into BHEL 1974.
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BHEL has now become the largest Engineering and Manufacturing
Company employing about 52,000 employees. It's headquarter is located at
Delhi and there are 14 manufacturing units.
BHARAT HEAVY ELECTRICALS LIMITED JHANSI (UNIT)
A Brief Introduction
By the end of 5th five years plan, it was envisaged by the planning
commission that the demand for power transformer would rise in the coming
years. Anticipating the country's requirement, BHEL decided to set up a new
plant, which would manufacture power and other type of the transformers in
addition to the capacity available at BHEL Bhopal. The Bhopal plant was
engaged in manufacturing of transformers upto 50 KVA. 132 KV Class and
other transformers like Instrument Transformers, Traction transformers for
Railway etc.
This unit of Jhansi was established about 14 km from the city on the
N.H. No. 26 on Jhansi-Lalitpur road. It is called second generation plant of
BHEL and was set up in 1974 at an estimated cost of Rs. 16.22 crores
inclusive of Rs. 2.1 crores for township. It's foundation was laid by Late
Mrs. Indira Gandhi the then Prime Minister on 9th Jan 1974. The commercial
production of the unit began in 1976-77 with an output of Rs. 53 lacs.
This plant of BHEL is equipped with the most modern manufacturing
processing and testing facilities for the manufacture of power, special
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transformer and Instrument transformers, Diesel shunting Locomotives and
AC/DC Locomotives. The layout of the plant is such that it is well
streamlined to enable smooth material flow from the raw material stages to
finished goods. All the feeder bays have been laid perpendicular to main
assembly bay and in each feeder bay raw material smoothly gets converted
to sub-assemblies, which after inspection are sent to main assembly bay.
The raw material that is needed for manufacture, is used only after
through material testing in the testing lab and with strict quality checks at
various stages of productions. This unit of BHEL is basically engaged at
various stages of transformers of various type and capacities. With the
growing competition in the transformer section, in 1985-88 it under took the
re-powering of DESL. Subsequently it started manufacturing complete
Diesel Electric Shunting Locomotives of various ranges. BHEL has
progressed a step further in undertaking the production of A/C Locomotives
for Indian Railways. And subsequently it is manufacturing AC/DC
Locomotives also.
BHEL Objectives
A dynamic organization is one which keeps its aim high, adapts itself
quickly to changing environments. So here we are in BHEL.
The objectives of the company have been redefined in the corporate
plan for the 90's.
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Business Mission
To maintain a leading position as supplier of quality equipment, and
services in the field s of conversion, transmission, utilization and
conservation of energy for application in the areas of electric power,
transportation, oil & gas exploration and industries.
Utilize company's capabilities and resources to expand business into
areas and other priority sector of the economy like Defence, Communication
and Electronics.
Growth:
To ensure a steady growth by enhancing the competitive edge of
BHEL in existing business, exploring new areas and international market as
to fulfill national expectation from BHEL.
Profitability:
To provide a reasonable and adequate return on capital employed,
primary through improvements in operational efficiency, capacity utilization
and productivity and generate adequate internal resources to finance the
company's growth.
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Focus:
To built a high degree of customer confidence by providing increased
value for - money through international standards of product quality
performance and superior customer service.
People Orientation:
To enable each employee's to achieve his potential, improve his
capabilities, perceive his role and responsibilities and participate and
contribute to the growth and success of the company.
To invest in human resources and continuously and be alive to their
needs.
Technology
To achieve technological excellence in operations by development of
indigenous technologies and efficient absorption and adoption of imparted
technologies to suit business and priorities and provide competitive
advantage to the company.
Image
To fulfill the expectations of stock holders like Government as owner,
employees, customers and the country at large have from BHEL.
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BUSINESS AREAS
BHEL covers a wide area of Business. These areas are mentioned
below.
Power:
Provide a gamut of equipment for Thermal Hydro and Nuclear Power
Plants. Range includes products and systems for power generation,
transmission and utilization.
Transmission:
BHEL is manufacturing transmission equipment for all voltage ratings
including the 400 KV class transformers, switchgears, control and relay
panel, insulators, capacitors and other substation equipments.
Industry:
Offers a comprehensive range of electrical, electronic and mechanical
equipment for a host of industries like fertilizers, petrochemicals, refineries,
paper, sugar, rubber, cement, coal, steel, aluminum and mining.
Transportation:
BHEL offers a variety of transportation equipments to meet the
growing needs of the country. 65% of Indian Railways are equipped with
BHEL manufactured traction equipment. Underground metro also runs on
drives and control supplied by BHEL. BHEL has taken up the manufacturing
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of Locomotives to provide a pollution free transportation. BHEL also offers
a battery operated Passenger Van provided to Delhi Government.
Oil and Gas:
Equipment for oil and gas exploration and transportation is
manufactured by BHEL. The range covers super deep drill rigs, mobile and
desert rigs with matching drew works and hoisting equipment.
Non-Conventional Energy:
BHEL is playing a vital role in helping to harness the vast renewable
source of solar, wind and biogas energy. BHEL has supplied several water
heating systems, wind mills, biogas generators and photo voltaic system.
Tel-Communication;
BHEL has entered the field of telecom with electronics PABX system
based on indigenous technology from C-DOT.
Manufacturing Technology:
BHEL has 14 manufacturing plants, which are spread, over different
parts of the country having unique manufacturing and facilities, CNC
machines, turbine blade shape system, system bener. 8000 ton hydraulic
press heavy duty lathe milling machines and many more are available.
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Research and Development:
A highly talented and experienced team of scientists from the
backbone of BHEL Corporate R & D. A few accomplishments are:
Direct ignition of pulverized coal (DIPC)
Magnetic Hydro Dynamics.
Aerostatic Bearing.
After Sales Service:
BHEL has 8 organised service centers, which are geographically
distributed, throughout the country. It also undertakes power plant
renovation and rehabilitation jobs.
Exports:
The organization commitment to quality has earned a reorganization
from over 45 countries; export order range from equipment to turn key
projects to consultancy services.
Sections of BHEL Jhansi
BHEL has many departments, while production and Administrative
department are separate.
BHEL Jhansi has two main production categories.
1. Transformer Section
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2. Loco Section
1. Transformer Section
In the transformer plant there are ten Bays.
Bay0 These are fabrication shops established in 1978 and mainly,
1&2 Deals with fabrication work of transformers & locomotives.
Bay 3 It is spitted into two parts, half it the machine shop and the second
half is for the Bus-Ducts.
Bus-ducts are used to transfer Electricity from the Generator to the
transformers.
Bay 4 Here the winding work of the power transformers & Dry type
transformers is carried out.
Bay 5 Basically it is core and punch section but in a part of it cast resin coil
encapsulation plant is situated. The coils of dry type transformers
and out steed cut and finally prepared.
Bay 6 It is also engaged in two processes one half is the traction winding
section while the other half is for the traction transformer assembly.
Bay 7 In this bay, the dry type transformers are manufactured and various
types of Insulations are prepared to be sued in the transformers,
Bay 8 This bay was established in the year 1974. It is one of the earliest
bays to set-up. It is involved in the manufacturing of instruments
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transformers like 132 KV and 220 KV Voltage/Current transformers.
ESP transformers are also manufactured here.
Bay 9 This is one of the largest bay in the unit engaged in the assembly of
power and rectifier transformers. The time taken for assembly ranges
from 412 weeks.
2. Loco Section
The other section, Locomotives department is one of the most
important department in factory. It deals with the manufacture and
production of following types of Locomotives.
1. AC Locomotives.
2. AC/DC Locomotives.
3. Thyristor Type Locomotives.
4. Diesel Electric Locomotives shunting Locomotives (DESL)
5. Diesel Shunting? Engine of various capacities and haulage.
The unique modern available in Jhansi unit are follow:
CNC Cropping line machine
Vapour Phase Drying system.
Computer ICM 6040 and 6080 and IRISH 40/20 with graphic
facilities.
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Bovie frame machining center.
CNC Axle Turning lathe.
Fascine and centering machine.
Whell forcing press.
CNC pipe bending machine.
Human Resource Management in BHEL
1. Induction of Manpower:
BHEL Jhansi at present, has 1974 manpower strength at various
levels. In BHEL the levels are broadly categorised in 3 groups:
1. Executive Cadre
2. Supervisory Cadre &
3. Workmen Cadre.
The induction of workmen and supervisors is done at unit level
whereas in executive cadre it is done at Corporate Level. Various broad
designations covered in the above 3 categories are indicated below:
A. Executive Cadre:
(i) Engineer/Officer E1
(ii) Sr. Engineer/Sr. Officer E2
(iii) Dy. Manager E3
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(iv) Manager E4
(v) Sr. Manager E5
(vi) Dy. G.M. E6
(vii) Sr. DGM E7
(viii) AGM E8
(ix) GM E8
(x) ED E9
B. Supervisory Cadre:
(i) Charge man S1
(ii) Asstt. Foreman S2
(iii) Foreman S3
(iv) General Foreman S4
(v) Executive F/Man S5
(vi) Sr. Exc. F/Man S6
(vii) Gen Exe. F/Man S7
C. Workmen Cadre:
(i) USW A01
(ii) SSW 102
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(iii) Artisan Gr. IV A03
(iv) Artisan Gr. III A04
(v) Artisan Gr. II A05
(vi) Artisan Gr. I A06
(vii) Technician A07
(viii) Sr. Tech. A08
(ix) Master Tech. A09
(x) General Tech. A10
(xi) Executive Tech. A11
However, the induction level in each cadre are defined and is done
only at the minimum level of the cadre. For example, induction in workman
cadre is done at two levels i.e. at 101 for USW/SSW and at A03 for Artisans.
Induction of Supervisory level is one at Charge man (S1) scale and induction
of Executive level is done at Engineer level (E1). In case of workmen and
Supervisors cadres the names are obtained from local Employment
Exchanges or through Act Apprentices. The written tests and personal
interviews are conducted and the selected candidates are issued the offer of
appointment in the regular scale.
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2. Training and Development:
BHEL, Jhansi emphasises on development of its employees on regular
basis. The Human Resource Development department of the unit annually
identifies the training needs of all the employees through line managers. The
calendar of the implant programme is formulated based on the above needs
and programmes on various topics are conducted in the financial year so as
to meet the training requirement. If specific skill is required to be imparted to
certain group of people, who cannot be organised within the unit, these
employees are nominated to out side institutes within the country or abroad.
In Addition to above, the training is imparted to Apprentices (Trade
Apprentices and Technician Apprentices), Company Trainees (Supervisory
Trainees and Engineering Trainees) and vocational trainees from various
institutes in the field such as Engineering, MBA graduates, MCA graduates
etc.
Performance Evaluation:
BHEL Jhansi has well established Performance Evaluation System for
various categories in terms of Annual Confidential Report (ACR). The
various parameters of performance evaluation system are laid down in the
ACR Forms with the marking systems. The total 100 marks are allotted for
performance evaluation. Based on the marks, the grading of the individual
performance is done in the following broad categories:
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Outstanding
Very Good
Fair
Poor
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7.2 INDIAN FARMERS FERTILIZER COOPERATIVE LTD.
(IFFCO)
INTRODUCTION
Indian Farmers Fertiliser Cooperative Ltd. was set up on Now 3, 1967
as a modest venture with an authorised capital of Rs. 200 crores. It has over
the years, emerged as the singular successful enterprise with its total
investment standing at Rs. 1150 crores. As a cooperative institution it has
grown as a biggest society in the whole of Asia and as an industrial
enterprise it ranks number one in the fertilizer industry in the country.
IFFCO is federation of over 30,444 societies most of them being
village cooperative's spread every 18 States and 3 Union Territories.
Unit Place Annual Production
Kalol North Gujrat 5.445 lakhs tonnes Urea
Kandia North Gujrat 5.197 lakhs tonnes NPK/DAP
Phulpur Uttar Pradesh Ist unit 4.95 lakhs tonnes Urea.
IInd unit 7.26 lakhs tonnes Urea.
Aonla Uttar Pradesh 14.52 laksh tonnes Urea
The success of IFFCO has set up a pace for organizing another
Cooperative organisation on same pattern. In 1980 IFFCO has promoted the
Krishak Bharti Cooperative Limited 'KRIBHCO' with an authorised capital
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of Rs. 500 crores, with a contribution of 100 crores towards equity of this
new venture KRIBHCO has installed a fertiliser complex at Hazira near
Surat in Gujrat with its annual production 14.52 lakhs tonnes Urea. IFFCO
along with SPIC and Government of India participated in joint venture
project, executed by Industries Chemique De Senegal 'ICS' in Senegal-west
Africa, for production of phosphates acid and solid phosphatic fertilizer.
The market is very competitive and IFFCO has to face stiff
competition from 'Shaktiman' and 'Sardar' in the north, Hindustan Fertiliser
in the east, 'Sardar' and 'Narmada' in the west and Nagarjun fertiliser in the
south.
In addition to fertilisers, IFFCO is selling few industrial products
also.
Vision-2005
The society has formed formality another five year plan titled vision
'2005' for further growth and development and further enhancing the
production by setting up new grass root plants unit venture out side India.
Diverse fiction scheme will also focus an strength earning cooperative
system infrastructure.
ABOUT PHULPUR UNIT
Started Production, 28 Mar. 1981 the fertiliser complex located 34 km.
away from Allahabad at Phulpur on the Allahabad Jaunpur road.
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It is the biggest plant in the world using Naptha as the feed stock.
IFFCO, Phulpur comprises some specific section which directly
indirectly contribute in mass production:
1. Production Department.
2. Technical Department (Training Section)
3. R& D Section
4. Fire and Safety
5. Moti Lal Nehru Farmer's Training Institute.
6. Administrative Block.
7. Transport Section.
Quality Policy
IFFCO Phulpur is committed to achieve satisfaction of its Cooperative
societies, farming community and internal/external customers by
manufacturing and supplying specified quality urea through:
Development of human resources.
Co-operation and team spirit.
Improving technology for enhancing/maintaining productivity and
growth.
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Creating safe, healthy working conditions and eco-friendly
environment.
Safety Health and Environmental Policy
IFFCO accept its duty to exercise case for the health and safety both
for employees & other who may be affected by operation and also for
protection of environmental. This duty affect every aspect of the business
and it's performance has an importance equal to any other activity.
Through management committee all members of the management
have responsibility for the safety. They are required to use their best
endeavours to protect the health and safety of themselves and others.
Health, safety and environment control at IFFCO starts with planning
and continues through design, purchase, stores, fabrication, construction,
installation, operation and maintenance. They are integral part of each and
every job of operations carried out by anyone directly attached to IFFCO.
In all business decision due care shall be paid to minimise both
consumption of resources and generation of waste.
All practical steps shall be taken to access risk and safety status
periodically for awareness amongst all employees and the public at large by
using expert knowledge of trained and educated personnel.
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Safety health and environmental control are direct responsibilities of
all level of management and employees and they are considered collectively
as one of the member for their carried development. These responsibilities
must be accepted by each one, who conduct the affairs of IFFCO, no matter
is what capacity he may function.
A resume of health and safety performance shall also find way to
remain in record in the annual report of the society and information of all
concern. Each of these standards cover specific field like paper, plastics,
chemicals automobiles, management systems etc. Five standards numbered
ISO 9000 to 9004 deal with Quality Management Systems. That is, the type
of management system required in a company to ensure uniform quality of
their products and ensure safe and proper working methods while making the
product. Out of these standards ISO 9002 lays down the details of the quality
management system as applicable to our Unit. It covers all activities ranging
from purchase, inspection, testing, processing, packing storage and dispatch.
ISO 9002 System
Under ISO 9002 system all the activities related to quality are to be
clearly written down as documents and the readings and results recorded in
approved formats. What so ever is written should be strictly followed, and
whatever is the actual practice should be clearly written down.
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ISO 9002 Certificate:
When a company is satisfied fully that they are following their written
procedures & instructions, they apply to an independent certification body.
This body carries out quality audits to verify that procedures are fully
followed and then an ISO 9002 Certificate is issued by them. After issue
also, they will visit every six months to verify that everything is as per
system in order to satisfy ourselves that we are always systematic, we have
to carry out internal quality audits frequently by our own personnel. The ISO
9002 Certificate, once issued, is valid for 3 years and may be renewed for
further periods thereafter.
Training Process
1. Recruitment and Selection (Regular/Adhoc)
2. Promotions
3. Transfers
4. Training/Retraining Report
5. Annual Confidential Report
6. Disciplinary action cases
7. Any other work.
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TRAINING AT IFFCO
(A step towards individual development) and better job satisfaction.
IFFCO has banked heavily on training programmes for developing
better skills and positive attitude in its employees and also in the cooperative
personnel.
Every IFFCO employee is imparted training on his joining the
organisation. The induction training includes appraisal along with some
topics on management and communication. If required, hand on experience
is also provided so that the employer can undertake the job responsibilities
effectively.
Areas of training can be classified into the following categories
1. Training in company's policies and procedures (induction training)
2. Training in particular skill (Professional/functional).
3. Training Human relations.
4. Training problem solving.
5. Managerial and Supervisory training.
6. Training to consumers/member cooperative staff/office bearer.
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Specialised Training:
Management Oriented Training.
Fertilizer Marketing Development Institute (FMDI).
Cooperative Rural Development Trust.
Apprenticeship Training.
PERFORMANCE APPRAISAL AT IFFCO
Management has produced different performance appraisal forms for
different categories to analyse the strength and weakness of their employees.
This P.A. System is strictly Confidential for work force 'Non technical &
Technical (Junior/Senior) and middle level (inflectional) i.e. below to F level
P.A. system for above 'F-E-D-E-B grades are separate.
Functions of Administration Department
1. State
2. Horticulture.
3. Guest House.
Function of Personnel Department:
Power of the Functional Department:
1. Recruitment & Selection Department:
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This Department has kept all power related to recruitment and
selection. But main approving authority is the General Manager of this
company. In this department personnel file related work is done.
2. Establishment Department:
This department has kept all records of employees from appointment
to retirement. We can that R & S department is a part of establishment
department.
3. Industrial Relation Department:
This department has kept all powers of concerning the following area.
Such as-
Wage related problem.
Any type of negotiation
Grievance related problem.
Disciplinary action.
And last to deal court cases (any type related to factory/company).
State Department:
This department has kept all powers related to property of company,
township and land.
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Guest House Department:
The responsibility of this department is to manage all the function
related to festivals, National Day and to welcome a guest in factory or senior
officer of the company.
Welfare:
The need for adoption of welfare measures as a means to increase the
workers productivity efficiency, to keep up their morale, and for the
maintenance of industrial peace has been realised by all section of society.
But there are two type of requirements of welfare. These are as
follows.
1. Statutory requirement.
2. Obligatory requirement.
Other Facilities:
1. IFFCO provided free transport facility to his employee.
2. A tuition fees is given to the employees for their children.
3. A reward of Rs. 750 for 3 children and a Rs. 1000 for 2 children is
given to the employee at a time of family planning and a seven days
leaves is also given.
4. House building loan is provided to the employee whenever they
needed. Under this condition employee is entitled for loan after
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discharge of the service of 3 years and the maximum limit of loan is 5
lakhs.
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7.3 INDIAN TELEPHONE INDUSTRIES (ITI), NAINI
The Naini unit ITI is one of the 5 units having its corporate office at
Bangalore. This unit started functioning in 1971 with objectives to provide
telecommunication equipment's required by the country. It started with
workforce of 455 during 1971-72 which reached upto 4408 during 1998-99.
INTRODUCTION
The Naini unit of Indian Telephone Industries is one of its six units
and is located about 16 kms from the holy city of Allahabad on Allahabad-
Mirzapur Highway. Since its inception in 1971, the unit has been marching
ahead with a stead growth and has achieved the twin objectives of producing
the vital telecommunication equipment required by the country and the
socio-economic development of the region.
ITI Naini is the lead unit which manufactures the complete range of
multiplex equipments for rural, inter-city and intra-city communication
needs of the national telecommunication net work. It has put great thrust on
rural telecommunication equipment by developing and producing indigenous
products like 3-Channel SAX, Single channel VHF and expedious
indigenisation of Multi Access Rural Radio System (MARR) which was
taken up under collaboration with M/S Kokusai of Japan. Simultaneously,
the unit has entered the area of optical fibre communication equipment to
keep pace with the advance in technology and meet the future needs of the
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country. The unit also manufactures subscriber telephone instruments for use
by DOT.
As the production of modern telecommunication equipment is highly
technology intensive, the unit is backed by most modern Research &
Development Division. The unit has not only raised the production level but
has also improved its profitability by improving productivity, efficiency and
by reducing wastages. While maintaining quality level, the cost of equipment
has been reduced due to ceaseless efforts to improve design and
manufacturing process.
It manufactures complete range of multiple equipments like Three
Channel Sax, Multi Access Rural Radio System, Fibre Optic Equipments
and Subscriber Telephone Instruments used by DOT.
Some of the collaborators of ITI are as under-
ALCATEL France
DESC COMMUNICATION Denmark
NEC Japan
BOSCH TELECOM Germany
ATENDT/Lucent Technologies U.S.A.
ASCOM Switzerland
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The company has obtained ISO 9000 Certificate for providing quality
products.
Plants
BANGALORE - Corporate Office
RAE BARELI
MANKAPUR
NAINI : Fibecom Unit at Gurgaon attached to Naini Unit
(It has collaboration with France)
PALAKKAD
SRINAGAR, J & K
PROGRAMMES & FACILITIES
1. Community Development Programme:-
We have provided employment to the residents of nearby villages to
raise their social status preferably to those whose land had been acquired for
the construction of the factory. To meet out the social responsibility adult
educational programmes and supply of pure drinking water has been ensured
by the organization for the nearby villagers. Adult educational programmes
were organized during the year 1989-90 to inculcate the sense of writing and
reading amongst the villagers. Free immunization camps were also organized
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in our hospital and our doctors have visited nearby villages to immunize the
children against viral diseases.
2. Family Planning Programmes
3. Worker's Participation In Management
The unit has given full participation to the worker's representatives in
the following:
a) Sports Council
b) Welfare Committees
c) Provident Fund Committee
d) Canteen Management Committee
e) Committee for the award of the Best worker to the workman for
outstanding performance each year.
f) SC/ST Cell constituted for the welfare of SC/ST
g) Death relief fund committee
h) House allotment committee for workers.
4. Emphasis On The Use Of Hindi
5. Sports Activities:
6. Special Drive For Recruitment Of SC/ST Community
7. Death Relief Fund
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8. Housing Facility
9. Transport Facility
10. Central School
11. Pollution Control And Safety Activities
HUMAN RESOURCE DEVELOPMENT
ITI considers human resources as its valuable asset. It believes that
success for organization may only be achieved through competent and
motivated human resources. That is why, ITI has identified HRD as one of
its priority area and 0.2% of the total turn-over is allocated for HRD on
organization development activities.
Every year training needs of company are assessed Attitudinal,
surveys are conducted once in two years to identify and determine frustrating
aspirations of individuals and groups and to determine deficiencies in skills
and knowledge of human resources for adoption of new technologies short
term and long-term training plans are formulated. Feedback system is used to
evaluate and improve the performance of trainees.
The organizations systems, procedures and practices are continuously
being changed with respect to changes in technology. The brain-storming
workshops of senior officers are continuously organized to find alternatives
to match the systems practices, rules and regulations with changing
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behavioural pattern of human resources. There are different development
programmes like rotational transfers and temporary posting at strategic post
Senior and top managers are deputed to attend national and international
conferences every year 30% of its total executive strength, 15% of its
supervisors and 5% of workers are developed through different HRD
activities on continuing basis.
INDUSTRIAL RELATION SCENARIO
Prior to 1983 there were multiple union which often led to industrial
problems now for the last 7 years there is single union. The elections for
office-bearers are held every year. This led to peaceful atmosphere and
cordial relationships between workers and management.
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7.4 DABUR INDIA LTD.
A Brief Introduction
Dabur commenced operations in 1884 and is today multi locational,
multi product enterprise. The company has major interests in health and
beauty care. Dabur is a leader in Ayurveda-the traditional Indian health care
system. The company manufactures and markets a range of oncologicals.
Dabur is one of the few companies in the world to produce Paclitaxel - an
anti cancer drug. The company has developed its own eco-friendly process to
manufacture this drug from raw material stage. The Company has 12
manufacturing plants in India, Nepal and Egypt. Dabur products are also
manufactured in Dubai. Dabur has a transnational network of 19 offices
servicing both rural and urban markets in India. The Company has sales &
marketing offices in Dubai and London. Dabur products are available in over
fifty countries.
Dabur has collaborated with leaders in their fields to set up joint
ventures in India. The joint venture with Agrolimen of Spain, General De
Confiteria India Limited, Manufactures confectioneries. Dabur International
Limited, the joint venture with Bongrain of France, will manufacture
specialty cheese. Dabur has collaborated with Osem of Israel to manufacture
backery specialties and other food products.
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The story of Dabur goes back to 1884, to a young doctor armed with a
degree in medicine and a burning desire to serve mankind. This young man,
Dr. S.K. Burman, laid the foundations of what is today known as Dabur
India Limited. From those humble beginnings, the company has grown into
India's leading manufacturer of consumer healthcare, personal care and food
products. This phenomenal progress has seen many milestones, some of
which are mentioned below:
1884 -Dr. S K Burman lays the foundation of what is today known as
Dabur India Limited. Starting from a small shop in Calcutta, he
began a direct mailing system to send his medicines to even the
smallest of villages in Bengal. The brand name Dabur is derived
from the worlds 'Da' for Daktar or doctor and 'bur' from Burman.
1896 - As the demand for Dabur products grows Dr. Burman feels
the need for mass production of some of his medicines. He sets up a
small manufacturing plant at Garhia near Calcutta.
Early 1900s - The next generation of Burmans take a conscious
decision to enter the Ayurvedic medicines market, as they believe
that it is only through Ayurveda that the healthcare needs of poor
Indians can be met.
1919 - The search for processes to suit mass production of Ayurvedic
medicines without compromising on basis Ayurvedic principles
240
leads to the setting up of the first Research & Development
laboratory at Dabur. This initiates a painstaking study of Ayurvedic
medicines as mentioned in age-old scriptures, their manufacturing
processes and how to utilize modern equipment to manufacture these
medicines without reducing the efficacy of these drugs.
1920s - A Manufacturing facility for Ayurvedic Medicines is set up
at Nerendrapur and Daburgram. Dabur expands its distribution
network to Bihar and the northeast.
1936 - Dabur India (Dr. S K Burman) Pvt. Ltd. is incorporated.
1940 - Dabur diversifies into personal care products with the launch
of its Dabur Amla Hair Oil. This perfumed heavy hair oil catches the
imagination of the common man and film stars alike and becomes the
largest hair oil brand in India.
1949 - Dabur Chyawanprash is launched in a tin pack and becomes
the first branded Chyawanprash of India.
1956 - Dabur buys its first computer. Accounts and stock keeping are
one of first operations to be computerized.
1970 - Dabur expends its personal care portfolio by adding oral care
products. Dabur Lal Dant Manjan is launched and captures the Indian
rural market.
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1972 - Dabur shifts base to Delhi from Calcutta. Starts production
from a hired manufacturing facility at Faridabad.
1978 - Dabur launches the Hajmola tablet. This is the first time that a
classical Ayurvedic medicine is branded - from Shudhbradhak bati to
Hajmola tablet.
1979 - The Dabur Research Foundation (DRF), an independent
company, is set up to spearhead Dabur's multifaceted research.
1979 - Commercial production starts at Sahibabad. This is one of the
largest and most modern production facilities for Ayurvedic
medicines in India at this time.
1984 - The Dabur brand turns 100 but is young enough to experiment
with new offerings in the market.
1986 - Dabur becomes a public limited company through reverse
merger with Vidogum Limited, and is re-christened Dabur India
Limited.
1989 - Hajmola Candy is launched and captures the imagination of
children and establishes a large market share.
1992 - Dabur enters into a joint venture with Agrolimen of Spain for
manufacturing and marketing confectionery items such as bubble
gums in India.
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1993 - Dabur sets up the oncology formulation plant at Baddi,
Himachal Pradesh.
1994 - Dabur India Limited comes out with its first public issue. The
Rs. 10 share is issued at a premium of Rs. 85 per share. The issue is
oversubscribed 21 times.
1994 - Dabur reorganizes its business with sales and marketing
operations being divided into 3 separate divisions.
1994 - Dabur enters the oncology (anti-cancer) market with the
launch of Intaxel (Paclitaxel). Dabur becomes only the second
company in the world to launch this product. The Dabur Research
Foundation develops the unique eco-friendly process of extracting
the drug from the leaves of the Asian Yew tree.
1995 - Dabur enters into a joint venture with Osem of Isreal for food
and Bongrain of France for cheese and other dairy products.
1996 - Dabur launches Real Fruit Juice which heralds the company's
entry into the processed foods market.
1997 - The Foods division is created, comprising of Real Fruit Juice
and Hommade cooking pastes to form the core of this division's
product portfolio.
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1997 - Project STARS (Strive To Achieve Record Successes) is
initiated by the company to achieve accelerated growth in the coming
years. The scope of this project is strategic, structural and operational
changes to enable efficiencies and improve growth rates.
1998 - The Burman family hand over the reins of the company to
professionals. Mr. Ninu Khanna joins Dabur as the Chief Executive
Officer.
1999-2000 - Dabur achieves the Rs. 1000 crores turnover mark.
2001-2002 - Dabur India's net profit down by 17.3%. Net sales were
Rs. 1163.19 crore. Approves the appointment of Sunil Duggal as the
CEO of the company.
2002 - Dabur demerges Pharmaceuticals business
Dabur India approve the demerger of its pharmaceuticals business the
FMCG business into a separate company as part of plans to provider greater
focus to both the businesses. With this, Dabur India now largely comprises
of the FMCG business that include personal care products, healthcare
products and Ayurvedic Specialties, while the Pharmaceuticals business
would include Allopathic, Oncology formulations and Bulk Drugs. Dabur
Oncology Plc, a subsidiary of Dabur India, would also be part of the
Pharmaceutical business.
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Maintaining global standards
As a reflection of its constant efforts at achieving superior quality
standards, Dabur became the first Ayurvedic products company to get ISO
9002 certification.
Science for nature
Reinforcing its commitment to nature and its conservation, Dabur
Nepal, a subsidiary of Dabur India, has set up fully automated greenhouses
in Nepal. This scientific landmark helps to produce saplings of rare
medicinal plants that are under threat of extinction due to ecological
degradation.
2005 - Dabur acquires Balsara
As part of its inorganic growth strategy, Dabur India acquires
Balsara's Hygiene and Home products businesses, a leading provider of Oral
Care and Household Care products in the Indian Market, in a Rs 143-crore
all-cash deal.
2005 - Dabur announces bonus after 12 years
Dabur India announced issue of 1:1 Bonus share to the shareholders of
the company, i.e. one share for every one share held. The Board also
proposed an increase in the authorized share capital of the company from
existing Rs 50 crore to Rs 125 crore.
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2006 - Dabur crosses $2 bin market cap, adopts US GAAP.
Dabur India crosses $2 - billion mark in market capitalisation. The
company also adopted US GAAP in line with its commitment to follow
global best practices and adopt highest standards of transparency and
governance.
2006 - Approves FCCB/GDR/ADR up to $200 million
Moving forward on the inorganic growth path, Dabur India decides to
raise up to $200 million from the international market through Bonds,
FCCBs, GDR, ADR, QIPs or any other securities. The capital raised will be
used to fund Dabur's aggressive growth ambitions and acquisition plans in
India and abroad.
2007 - Celebrating 10 years of Real
Dabur Foods unveiled the new packaging and design for Real at the
completion of 10 years of the brand. The new refined modern look depicts
the natural goodness of the juice from freshly plucked fruits.
2007 - Foray into organized retail
Dabur India announced its foray into the organised retail business
through a wholly-owned subsidiary, H&B Stores Ltd. Dabur will invest Rs
140 crores by 2010 to establish its presence in the retail market in India with
a chain of stores on the Health & Beauty format.
246
2007 - Dabur Foods Merged With Dabur India
Dabur India decides to merge its wholly-owned subsidiary Dabur
Foods Limited with itself to extract synergies and unlock operational
efficiencies. The integration will also help Dabur sharpen focus on the high
growth business of foods and beverages, and enter newer product categories
in this space.
Eco - Friendly Dabur
Dabur is committed to maintaining the ecological balance. The
company's reforestation programme aims at planting medicinal herbs, plants
and trees in the Himalayan range. Extending into Nepal, this exercise is
actively supported by an in-house tissue culture programme.
Associate and Subsidiary Companies of D.I.L.:
Redrock Ltd.
British Health Products Ltd.
Burman Laboratories Ltd.
Dabon International Ltd.
Maxcare International Ltd.
Precise Laboratories Ltd.
Northern Aromatics Ltd.
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Health Care Products Division
Markets a range of OTC Health care products based on Ayurveda.
Some of its products like Chyawanprash, Hajmola, Hajmola Candy, Pudin
Hara are market leaders with over 65% market share in their respective
categories.
Family Products Division
Markets a range of Beauty care products, toiletries, herbal hair care
products and select foods. Hair oils, Red Tooth Powder, Honey, and Rose
Water are market leaders with nearly 70% market share in their respective
categories.
Ayurvedic Specialties
Based on the ancient Indian Holistic system of Health Care, this is a
range of over 400 medicines. Ethically promoted these include classical
Ayurvedic medicines as well as products developed through in-house R&D.
Foots Division
One of the youngest divisions of the company. Markets a range of
sauces, ethnic pastes and foods. Real fruit juices gave Indian consumer for
the first time, fruit juices with nothing artificial no preservative, no colour
and no flavour added.
248
Cosmetics
Markets a range of beauty therapies under the brand name Samara -
Sanskrit for 'to meet.' This range of hair and skin care products is a fusion of
classical Indian Ayurvedic recipes and contemporary cosmetology.
Pharmaceutical Division
This division has a major presence in anti cancer products and focuses
on niche markets like anti thrombolytic, anti migraine therapy and radio
opaque dyes. Product line includes a range of generic and branded
formulations in wide therapeutic segments.
Bulk Drugs & Chemicals
Dabur manufactures synthetic and semisynthetic bulk pharmaceutical
substances, bulk natural compounds and intermediaries. Isolation of pure
natural compounds and custom synthesis fare focus areas.
Natural Gums
This division manufactures and processes Guar Gums, Gum Karaya,
Tamarind based gums and Psyllium husk. The division produces a range of
industrial and food grade natural gums as per exacting customer
specifications.
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Ayurvedic Veterinary
Deals exclusively in animal health care. Markets safe and not toxic
herbal veterinary products for Poultry, Large and Companion Animals.
These products are manufactured according to traditional Ayurvedic
formulae.
Global
Dabur products are available in over 50 countries. These overseas
markets are serviced by company personnel in London. Dubai and Kenya.
Dabur products are manufactured in Nepal, Dubai and Egypt.
Dabur Research Foundation
Dabur Research Foundation - DRF - is an independent organisation
undertaking research in diverse field like foods, cosmetics, herbal medicines
phytochemicals, phytopharmaceuticals, bulk drugs, allopathic and organic
formulations.
Research in tissue culture and cultivation of medicinal plants is a
thrust area for the Foundation.
DRF has developed and standardised extraction and separation
technologies for isolation of active chemical constituents from plants. These
active constituents isolated in pure from are used in the standardisation of
herbs, development of formulations and various toxicological studies.
250
Quality Objectives
At Dabur, the management is fully committed to quality and ensures
all resources to accomplish this task.
To focus on customers and successfully meet their needs and
requirements.
To manufacture effective health care products at competitive prices
and to improve the quality of life of common people.
To implement systems to ensures prevention of errors rather than
detection of errors.
To ensure global competitiveness by striving to achieve current good
manufacturing practices (GMP).
To ensure safety in all operations and to follow the systems in all areas
of operations.
To continuously train people to build up their skills and expertise and
thus involve them to become committed to the quality process.
To reduce wastage's within the organization and increase productivity.
251
Level Structure Of The Organisation
Level Designation
General Manager
Dy. Gen. Manager
Class / Grades
1. Senior Manager
2. Manager
3. Astt. Manager
4. Officer
5. Astt. Officer
6. Supervisors/Chemist
7. Senior Mech/Sr. Astt.
8. Mech/Jr Chemist
9. Jr Mechanic
10. Workers /Casual
Factories:
West Bangal
Narendrapur, Pargans
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Garia, Pargans Overseas Offices
Bihar Dubai, U.A.E.
Daburgram London, U.K.
Ramadan City, Egypt
Rajasthan
Alwar
Uttar Pradesh
Sahibabad, Ghaziabad
Himachal Pradesh
Baddi
Nepal
Kathmandu
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7.5 MOHAN MEAKIN LIMITED
A Brief Introduction
Mohan Meakin Ltd. Lucknow distillery, officially established in 1855
but the evidence in the form of bricks dated 1820 were discovered which
shows that it was probably come into existence in 1820. In 1855, an English
man Edmard dyer established a brewery at Casually. He was the first man
who bought the first thrills of modern beer, at the same time another English
man H.G Meakin decided to set up the shop on the sub-continent and there
after founded the firm Meakin and co. during the First World War, when the
import of hard task, the two firms supplied cheap and good quality beer in
the sub-continent.
After the successful phase, the two firms DYER & CO. and MEAKIN
& CO joined hands began a new venture under the name Dyer & co. in
1935, when Burma was separated From India the company was recognized
with its Indian assets and named Dyer's Meakin Ltd.
After India's independence in 1949, the management was taken over
by the Padam Shree Late N.N Mohan the foundry father of Mohan Meakin
Breweries ltd. Under the leadership of Late. N.N Mohan in 1969 the reigns
of bustling, conglomerate fell into the hands of his sons Col. V.R Mohan and
Brig. Kapil Mohan, assisted by their father's vision they laid the foundation
of Mohan Nagar industrial complex at Ghaziabad.
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A part of the liquor the other Meakin product that began to view for
good quality profile were mineral water, cornflakes, Mango nectar and
Apple juice. Among the companies Diversification plans and proposals to
enter in the cement, Steel Metals and allied Products. It was there
transformative inclinations that lead to the company to rename Itself in 1980
as Mohan Meakin Ltd. Manufacturing activities of the company also spread
Into other fields under the dynamic leadership and guidance of Brig. Kapil
Mohan the Younger son of Mr. Mohan.
In the year 1982 the world Breweries was dropped from the name of
the company to Remove the impression that the company is engaged only in
beer making. In India Mohan Meakins has provided technical expertise to:
The Mohan Gold Water Brewery Ltd, Lucknow
Mohan Rocky Spring Water Brewery Ltd. Maharastra
Mount Shivalik Brewery Ltd, Punjab
Artos Brewery Ltd, Andhra Pradesh
Nagaland Distilleries Ltd. Nagaland.
Mohan Brewery and Distilleries Ltd. Chennai.
Golden Drinks Private Ltd., Gwallior
Maharashtra Distillers, Nagpur
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In keeping with the time, Mohan also entered in the international
market and started exporting breweries to many countries such as USA, UK,
Japan, Western European and Middle East nations. A distillery and glares
factory was set up by Meakins personnel's at Nairobi and Kenya along with
breweries set up in Nepal and Bhutan.
A saga that begins over and century and quarter ago continue on its
path of service of the nation with dedication, courage and unflinching
commitment of quality, over the years the same like Integrity, Craftsmanship
and Tradition etc.
Lucknow Distillery:
This establishment is well knows and recognized by the name of
Mohan Meakin Limited Lucknow Distillery, Lucknow. The registered office
is situated at Solan brewery Himachal Pradesh. Mohan Meakin Limited
Lucknow Distillery is situated at Daliganj township of Lucknow, Sitapur
road.
The campus covers and area of 12800 sq ft encompassing the factory
Administrative block stores, Auditorium, Canteen, and Dispensary. The
distillery has production capacity of 48 lakhs alcoholic liters per annum that
is around 3600 bottles per shift. The Lucknow Distillery is headed by Mr.
R.K. Sharma, the CEO. He is supported by dedicated staff. The Organization
256
is departmentalized on basis of factions with each department. The Company
permanent, Temporary, probations.
The company has recently started the scheme under which trainees are
taken in various departments. The company has maintained good healthy
relations with the workers.
Infrastructure
There are 5 pouching automatic machines and 5-semi automatic
bottling machines, also a separate effluent treatment plant along with boiler
at present.
Pot Still Plant:
This is purely indigenous plant situated in distillation section for the
purpose of manufacturing spirit (C2H2OH) which is raw material for
manufacturing the liquor.
Caffey Plant
An indigeneous plant required for large amount of production of spirit
is production of spirit is situated in distillation section of production
department. This plant came in use when required.
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Effluent Plant
The faction of this plant is to release uncontaminated water into river,
steam of waste. The effluent collected through distillation and fermentation
is treated with BOD under the law of prevention and control board of
pollution.
Units of Mohan Meakin Ltd.
Solan (H.P.) : Brewery Distillery & Bottling
Kassauli (H.P.) : Distillery
Lucknow (U.P.) : Brewery Distillery & Bottling
Mohan Nagar (U.P.) : Various unit, many Distillery,
Brewery and glass Factory and Fruit
products
Mohan Gram (U.P.) : Distillery & Brewery
Unit Of Collaboration
Tamilnadu : Brewery & Distillery
Andhra Pradesh : Liquor Bottling
Maharashtra : Brewery, Liquor & Bottling
Punjab : Liquor Bottling
Madhya Pradesh : Liquor Bottling
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Bhutan : Three units of distiller & Liquor bottling
Nepal : Two Liquor Bottling unit & brewery
Kenya : Distillery & Liquor
Harayana : Liquor Bottling
Goa : Liquor Bottling
Kerela : Liquor Bottling
Brief Particulars of Lucknow Unit
Unit : Mohan Meakin Ltd.
Location : Daliganj, Lucknow
Year of Incorporation : 1855
Chief Executive Officer : Mr. R.K. Sharma
Land Area : 100203.94 sq mt
Covered Area : 51844.71 sq mt
Sanctioned Power Land : 1200 KVA or 960 KVA
Power Generator Capacity : 310 KVA or 248 KVA
Production Capacity : 15 KL per day
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Department In Mohan Meakin Ltd. Lucknow Distillery
1. Security Department
2. Time Office
3. Transport
4. Labour Office
5. Welfare Department
6. Account Department
7. Finance Department
8. Sales Department
9. Store Department
10. Foreign Liquor Department (Fld)
11. County Spirit Department (Csd)
12. Water Treatment Plant (Wtp)
13. Effluent Treatment Plant (Etp)
14. Central Labour (Work Shop)
15. Co2 Department
16. Boiler Department
17. Distillery Department
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18. Electronic Data Process (Edp)
19. Purchase Department
20. Transport Department
21. Fire Fighting Department
Facilities Provided To The Employees At Mohan Makin Ltd. Lucknow
Statutory Facilities
Industrial Canteen:
Under sec. 46 of the factories act, 1948 it is statutory requirement of
the employer to provide the necessary canteen facilities where more than
250 workers ordinarily employed in any one day of proceeding 12 month in
the factory. The canteen has to be run on no loss no profit basis.
Maintenance of Canteen:
Management provides to canteen contractor the furniture, the
electricity for lighting, drinking water, urinals etc. The canteen contractor
charges the rates fixed by the management committee. The canteen
contractor is to be responsible for maintenance of building, electricity,
furniture and utensils etc.
Restroom Facility:
Under sec. 47 of factories act make it is necessary to provide proper
clean and ventilated restrooms, where more than 150 workers are ordinarily
261
employed 40-50 beds are provided to the workers for resting. Cooler, fans,
dining tables are also provided in rest room for the workers.
Drinking Water Facilities:
Cold and clean drinking water is provided by water coolers at various
places in Factory premises. Cleaning of water coolers is done periodically.
Various methods used for purification of water.
Safety Provision:
Under factories act, 1948 it is statutory, that adequate safety measures
are to be adopted by the employer in order to take care of the workers.
Safety provisions made by the employer are:-
1. Personal protective appliances line-
Goggles
Helmets
Metal aprons
Gum boots
Gloves
2. Organizing safety programs to create awareness
3. Import safety training against fire, working on hazardous machines, traffic
rules within factory premises etc.
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Appointment of Labour's Welfare Officer:
Under sec. 49 of the factories act, 1948 it is required to appoint a LWO in
an organization where 500 or more workers are employed or were employed
in any day of preceding 12 months.
First Aid Facility:
Under factories act it is mandatory for a company to provide first aid
facility to the employees. The first aid box is equipped with all the necessary
medicines, bandages, syringe etc., which are the basic requirement at the
first instance when an accident occur. The first aid box is kept at such a
place from where it is easily in the reach of any employee. It is mark with a
red colour cross so to identify easily. The company provides first aid boxes
in different departments in adequate numbers. Washing room Facility the
company provides clean proper room facility to male and female worker
separately. There is a 24 hours water supply A soap and a towel are kept for
the workers. Cleaning of the washing room is dine on daily basis by the
concerned person by soap.
Sitting Facility:
According to the factories act 1949' the company provides sitting facility
in those departments where a worker needs to stand for the longer hours due
to the nature of the job. It is done so that he can relax for a while and can
start his work afresh.
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Non-Statutory Facilities
Non-statutory facilities are those welfare facilities which an employer
may or not provide. They don't have a legal binding. The non statutory
welfare facilities work as a motivating factor. The company provide these
facility to drive out the maximum from the workers and to create healthy
working atmosphere.
Following are the non-statutory facility:
Housing Facility
150 house have been constructed in the company campus, The
company pays an HRA to those don't stay in the campus. HRA 10% is
deducted if an employee stay in the campus.
Transport facility
It is made available on the employees get conveyance allowance.
Medical facility
Well stocked dispensary is situated in the premises where a physician
is available for two hrs on Wednesday and Saturday. The dispensary is
acquired by medicines and instruments.
Loan facility
The company provides loan and advance to the employees as and
when required. The loan amount depends on the reputation of the employee,
264
which he enjoys in the company. The repayment is done in easy installments
so that employee doesn't feels any burden.
Uniform facility
One pair of uniform is to be given to every worker, peons and drivers
of the company once a year. Besides this one pair terrycoat uniform is also
given to each and every worker and one pair of shoes is also given once in a
year to work in the factory.
A separate set of facilities are available for the security men. They too
are provided by the above means. A part from this they are provided with
pullovers, woolen coat, woolen shirts and trouser, long coat, cap, woolen
stocking, boots and arms, viz riffles, guns, cartridges etc. They are also
provided by the belts, bucks and whistles for their use.
Social Security Scheme
Under this the company provides various social security scheme to the
employees so that they can work with a free mind. These scheme work as a
motivating factor for the employees.
The scheme provided are:
Employees Provided Fund scheme 1952
Employees Family Pension scheme 1971
Workmen's Compensation Act 1923
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Maternity Benefits Act 1961
Mohan Staff Welfare scheme
Employee State Insurance Act 1948
Cultural and Entertainment
Every year on the Labour day employee take part in various cultural
activities at Mohan Meakins. Workers are sent to historical and religious
places on company expenses along with their families ever year.
Tournament are organized in the month of October on a/c of Founder's Day.
Education Facility
Workers are given loans and advances in case of admission and
purchase of their children.
266
7.6 MAWANA SUGAR WORKS LTD.
A Brief Introduction:
Mawana Sugars Limited (formerly known as Siel Limited) ('Mawana
Sugars' or 'the Company,') emerged as an independent entity in 1989 out of
the restructuring of the erstwhile DCM Group.
Mawana Sugars has been engaged in the business of manufacture and
selling of chemicals, sugar and edible oils.
Mawana Sugar Works, Mawana is a unit of Delhi Cloth and General
Mills Ltd. (D.C.M.), Delhi. This sugar mill was shifted from Barhani,
district Basti or Eastern U.P. in 1948 and installed at Mawana, about 28 km
from Meerut or Meerut-Parikchit Garh Road. Crushing capacity of this unit
is 4700 to 5700 tons of sugarcane per day. Like other sugar mills, this mill is
also seasonal. the season is generally from November to May. It also
depends upon the production of sugar cane. The Principal Product is sugar,
molasses and vegasse are the secondary products. The Principal Product is
sugar, molasses and vegasse are the secondary products. The mill is in the
form of a joint stock company.
Management
The Board of Directors of Mawana Sugars comprise of:
Mr. Siddharth Shriram (Chairman & Managing Director)
267
Mr. Sunil Kakria (Managing Director)
Mr. K.P. Singh (Whole Time Director)
Mr. A.K. Mehra (whole Time Director)
Prof. Dinesh Mohan (Director)
Mr. N.K. Goila (Director)
Mr. D.C. Mittal (Director)
Mr. Ravi Vira Gupta (Director)]
Mr. R.S. Bedi (Director)
Ms. Anuradha Dutt (Director)
Major Shareholders
Shareholder Percentage
Promoters 61.09%
NRIs, Pakistanis, OCBs & GDRs 1.85%
Institutions, Mutul Funds and Banks 3.27%
Others 33.79%
Social Face of Mawana Sugars
A business unit doesn't exist to generate surplus alone, rather it is a
constituent of the composite social structures and systems and as a
268
responsible member of the society it is incumbent upon business
organizations to relate with the society as a whole and the surrounding
community in particular by working for their betterment and welfare.
At Mawana Sugars it is managements continuous endeavor to evolve
and initiate activities for the development and betterment of the surrounding
community it Rajpura and several programs have been initiated to achieve
this noble goal.
To promote the cultural heritage of our nation, management had
organized Dance and Drama 'RAM' shows by the internationally renowned
troupe, SBKK, for the local community. A number of health check up camps
and sports activities have been organized for the surrounding villages.
School children are being regularly invited to the organization on occasions
such as World Environment Day to promote environmental awareness
through activities like tree plantations, painting competitions, debates and
discussion etc. Extending the intiatives further, management have also
adopted a linear stretch of land in the Rajpura city and worked on improving
its aeathetic look by way of plantation beautification.
The position of labour development of Mawana Sugar Works,
Mawana has been given in below table.
269
7.1 Table shows Position of permanent, seasonal permanent and
temporary workers in Mawana Sugar Works, Mawana.
Month Permanent Seasonal
permanent
Temporary
(Monthly Average)
Total
September 410 205 160 775
October 410 207 162 779
November 410 204 165 779
December 410 1590 615 2615
January 410 1590 615 2615
February 410 1590 618 2618
March 410 1590 518 2518
Table 7.1 given above exhibits that the permanent workers remain
stable during of the off season. Seasonal permanent works remain stable
during the crushing period, but during the off season it also mostly remain
stable. The number of temporary worker fluctuates according to the nature
of work and/or increase or decrease in work. Generally, the crushing season
starts from November and lasts upto March.
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However, in the month of September, total number of workers was
recorded to be 775 consisting permanent, seasonal permanent and
temporary. It rose to 2618 in the month of February which declines to 2518
in March.
Encashment of Unveiled privilege/Earned leave
An amount equivalent of cash value of privilege leave/Earned leave
due as per rules up to date of voluntary retirement.
Provident Fund
Payment of full shape of employer's contribution to the provident fund
along with employees share including interest on total accumulation.
Gratuity
Gratuity as admissible under rules up to date of voluntary retirement.
Travel Cost Re-imbursement
The employee and his family would be entitled to travel by entitled
class to their declared home town.
Application
Eligible employees desiring to seek voluntary retirement may submit
their application in the prescribed performa to the competent authority
through proper channel.
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General
Ordinarily employees desiring to seek voluntary retirement shall be
effective from the last date of the month in which the decision on the
application for voluntary retirement is communicated. However, when the
date of decision on close to the end of the month, the effective date for
voluntary retirement will be last date of the next month. This condition can
be waived by the Competent authority at its discretion.
Ordinarily, the resultant vacancies arising out of voluntary retirement
shall not be fitted up. (Only in exceptional of the competent Authority.)
Various Welfare Scheme:
Welfare activities are provided by all Organisations to maintain the
employees living standard as well as overall development of his keen
interest towards to goal. There are two type of welfare activities under as
follows.
A - Welfare Statutory - These activities are provided as per law.
B - Welfare Optional - These are voluntary activities provided by the
company to the employees concern.
Statuary Activities:-
A. First Aid - There are 5 compound's under one in charge. There is also
a facilities of a ambulance.
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B. Canteen - Canteen is also provided by the organisation with
Accommodation of Tea, Lunch & breakfast.
C. 1 kg Milk powder & 2 kg. "Gur" for those Employees who can
involved in the hazardous process of work like furnace & galvanizing
process.
D. E.S.I. facility is available to those employees Whose carvings is less
than Rs. 3000/-
E. Bonus - 8.33 t0 20% Salary.
F. Provident - 10% of Salary.
Discipline
Discipline is the force that prompts an individuals or a group to
observe the rules, regulations and objectives.
Disciplinary Action
Disciplinary action can be taken against any employee violating the
rule and regulations of the M.S.W. standing order's Disciplinary authority
can be appointed by M.D. or personal Dept. is charged the disciplinary
actions.
A charge sheet is issued against the person mentioning their charges
and asked for clarification to disciplinary authority. An inquiry is set to
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investigate the charge. If charges are found correct than employee will be
punished as to his crime.
Penalties
There are 2 types of penalties
Minor Major
Censure Suspension should not more Days.
Fine with holding of increment, removal dismissal Or promotion.
Promotion
In the Organization promotion is considered on the following basis:
A. Merit
B. Efficiency
C. Past performance
D. Qualities
Eligibility for promotion
Employee shall be eligible for promotion provided :-
1. For Executive - He has completed 3 year of his service.
2. For Non Executive - He has completed 2 year of his service. The
vacancies of M.S.W. shall be filled by making grade promotion.
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The merit efficiency & performance shall from the basis for grant of
promotion in case of technical & non technical cadres.
The seniority subject to suitability govern promotion to non-executive
posts of technical & non technical cadres.
Transfer:
There is sound transfer police of M.S.W. Transfer have been made
between departments. Generally employees are responsible for initiating &
approving transfers. There are 3 type of transfer being made.
1. Production transfer is made from one deptt. to another department.
2. Versatility Transfer - Versatility transfer are those in which the
employees are transfer from one job to another job to make
versatility.
3. Shift Transfer :- In this type of transfer employees transfer's one
shift to another
Recruitment & Selection Procedure in M.S.W.
All the recruitment of the service of the services of the M.S.W. will be
made by M.D or by C.G.M. or the P.M. or such other officers as may from
time Authorised by the company in that be half.
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Till such time the standard force of the company is not in a position,
all nearly created and resultant posts will be filled in the following ratio by
promotion of the existing suitable candidates and by open advertisement.
All the recruitment of M.S.W. are processed through P&A Deptt. the
approval of M.D.'s required before filling of any post the process is an laid
down for public sector in India.
Notification by dept. consult of P&A.
Notification of P&A Dept. of local and central employment
Exchange.
Advertisement are also given on all India level for higher post.
Interviewing after careening the application of panel consisting of
representatives of the Dept. Concerned with P&A.
Industrial Relations :
The Industrial Relation is defined as the Relationship between Man
machine and Material for optimum utilization. There is three M's i.e. Man,
Machine, Material.
The function of industrial relation of M.S.W. can be given below.
To have balanced and good relation with trade union.
To create a work culture in the M.S.W.
To have a proper information about other Department.
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The M.S.W. should adopt new technology and aspects. The P.M.
should be very through about law and special in Industrial Dispute act.
Performance Appraisal
The M.S.W. has very good performance appraisal system. The performance
of the executive & non executive employee is Rated usually, but the
technical employee's performance are rated quarterly. After taking quarterly
rated performance is used.
7.7 IDENTIFICATION AND EVALUATION OF THE BENCH
MARKS FOR THE INDUSTRIAL RELATIONS IN THE
ORGANISATIONS UNDER STUDY
Bharat Heavy Electrical Ltd. (Bhel)
A. Career Planning:-
(1) Promotion :- Seniority basis, Time bound, Merit
